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The aim of this study was to determine the effects of transformational leadership and its components on work engagement among hospital nurses. There are a few set of researches that have focused on the effects of transformational leadership on work engagement in nurses. A descriptive, correlational, cross-sectional design was used. In this study, 240 nurses have been chosen by stratified random sampling method which filled related self-reported scales include multifactor leadership questionnaire (MLQ) and work engagement scale. Data analysis has been exerted according to the statistical method of simple and multiple correlation coefficients. Findings indicated that the effect of this type of leadership on work engagement and its facets is positive and significant. In addition, the research illustrates that transformational leaders transfer their enthusiasm and high power to their subordinates by the way of modeling. This manner can increase the power as a component of work engagement in workers. Idealized influence among these leaders can result in forming a specific belief among employees toward those leaders and leaders can easily transmit their inspirational motivation to them. Consequently, it leads to make a positive vision by which, and by setting high standards, challenges the employees and establishes zeal along with optimism for attaining success in works. regarding to the results we will expand leadership and work engagement literature in hospital nurses. Also, we conclude with theoretical and practical implications and propose a clear horizon for future researches.
Hayati et al. (Tue,) studied this question.